Organizational Learning / Managing Change

The Ethical Imperative of Learning and Growth

Kenneth W. Johnson 1998, 1999 Kenneth W. Johnson

www.EthicalEdge.com
Helping to Shape a Better World . . .

. . . One Organization at a Time!

Organizational Ethics & Excellence

Ethics as pragmatic, evolutionary. Organizational Ethics as a change process. Implementing change Dealing with change Learning Organization as a Paradigm Learning to learn Managing learning

The Pragmatic Imperative

Relative Changes in 100 Largest U.S. Firms: 1980-1992
Eighteen moved up in rank Thirteen stayed the same Twenty-five fell back Forty-four were reclassified, merged, acquired, or dropped Hodgetts & Luthans, New Paradigm Organizations. Organizational Dynamics, Winter 94.

Relative Changes in 100 Largest U.S. Firms: 1980-1992

Decile One through ten
Eight stayed in Decile Two dropped: one dropped four Deciles

Decile 11 through 20
None moved up One stayed in same Decile One dropped two; another four Deciles Seven dropped out altogether

Are Your Employees Thinking?

Two-thirds of workers and managers claim their organizations are operating on less than half the brainpower available. Workers (57%) and mangers (49%) claim they dont understand decisions made by top management.

Are Your Employees Thinking?

Workers (39%) and managers (29%) are not clear about their roles in solving problems and making decisions. Managers (40%) agree: workers dont receive training to improve thinking skills.
Peak. Are Your Employees Thinking? Management Review 86 (1997): 6-7.

The Ethical Imperative

Life is full of threats & opportunities, demands & constraints (pressures). Human beings have unique, powerful capabilities to learn how to meet and embrace these pressuresif the potential is developed/employed. Life is shorttoo valuable to waste.

The Ethical Imperative

If . . . the organization is a center for human community and endeavor to achieve the results its stakeholders truly care about. If . . . it is surrounded by an environment full of threats, opportunities, demands, and constraints.

The Ethical Imperative

If . . . human beings in community have unique and powerful capabilities to learn how to meet these pressures. If . . . the organization is a center for human community and endeavor to achieve the results its stakeholders truly care about.

The Ethical Imperative

If . . . in meeting these pressures, being ineffective, inefficient or inexcellent is a waste of this human potential. And if . . . one should not waste human potential. Then . . . .

Organizational Ethics & Excellence

Fully developing and employing the human potential to learn, in order to achieve the lives an organizations stakeholders truly care to live, is a necessary (though not sufficient) condition for it to be both ethical and excellent.

We live in a world full of signs rules Warnings...

And danger
And we are still trying to find our way!!!

Four Paths to Managing Change & Learning

Environmental PathOrganization for an Evolving World Psycho-Philosophical PathIndividual Challenge and Learning & Growth Organizational PathSystemic Congruency Micro PathChange and Change Management

Environmental Path Organization for an Evolving World

In t beg he inn ing ult ure ...C Mo was ral ity

Civilization
With agricultural revolution, civilization as we know itbecame possible
Division of labor Division of cultures Ability to accumulate wealth

Integrated through empire, law, and religion The Great Forgetting (Daniel Quinn, Ishmael)

ti o n iliza rch c iv e a it h h e s W nt e g a r a li t y b o re . or m d cultu f eyon b

Darkness and Light

Dark ages characterized by hierarchy
Church Nobility Divine Right of Kings

Rational Reaction
Reformation Renaissance Age of Reason Scottish Enlightenment

Industrial Revolution and the Rise of Bureaucracy

Max Weber and Von Bismarck Bureaucratic Model
Division of functions Power relationships Separation from environment

Austrian Economics/Socialism Debate Frederick Taylor and Scientific Management

Political-Economic Context
World War
Fascism Communism Capitalism

Destruction of Europe and Asia Post Wars/Cold War Period characterized by:
Socialism Crony Capitalism

Decline of Bureaucracy
Eventual Collapse of Communism Inevitable Rise of Globalism Rise, Collapse and Rise Again of Asian economies. Triumph of Capitalism premature as people continue to look to government for essentials.

Decline of Bureaucracy
Why Socialism fails over time
Unable to meet expectations Central Control Ignorant Stifles creativity

Why Crony Capitalism succeeds in short-run

Relatively effective Relatively efficient Relatively ethical

Decline of Bureaucracy
Both socialism and crony capitalism
Meet Immediate needs Not free market Undemocratic

Both promise unsustainable benefits:

Do not fully employ human potential Unable to tap distributed knowledge, especially tacit knowledge Not responsive

Rise / Decline of Freedom

Freer the economy, better able to weather turmoil Freer the economy, stronger the currency Freer the economy, higher the economic growth rate Freer the economy, smaller the gap between rich and poor
Johnson & Holmes, Wall Street Journal (Dec. 1, 1998)

Economic Freedom
1. 2. 3. 4. 5. 6. 7. Hong Kong Singapore Bahrain New Zealand Switzerland United States Ireland, Luxembourg, Taiwan, UK

Evolution versus Change

Change described is largely self-inflicted
Demographics Technology Impact on Environment

Human relationship to evolution of world

Conducive to evolution Controlling evolution Coping with consequences Crisis/Chaos when lose control

Change as Contemporary Norm

Overarching source: competition Geographic boundaries evaporating Traditional oligarchies are collapsing Regulatory changes and privatization spawning new industries Customers learning to expect more Government policy changes

The Organizational Challenge

If . . . change is a constant; If . . . rate of change is accelerating; If distributed knowledge is the principal organizational asset; and If . . . free market and democracy are societal norms Then . . . what must the effective, efficient, ethical organization change / evolve to become?

Organizational Ideals
Collins/Porras Jacobs/Halal/ Pasternak Pascalle DeGeus

Core purpose/ Values Vision of Desired Future Cult-like culture Home grown leadership Preserve core/ Stimulate progress

Free market, Power democratic Incorporate employees Participation of whole Identity Conflict Knowledge dispersed Learning

Purpose other than wealth Sensitivity to world Identity Lose control Tolerance of new ideas

Psycho-Philosophical Path Individual Challenge and Learning & Growth

Ethical Challenge Embracing

Challenges

ty ie x on n si A en eT v
ti ea Cr

ow Fl /

om ed or B

Abilities

Flow State
A sense of pleasure A merging of awareness and action A sense of control ones activity An altered sense of time, which seems to pass faster A sense of harmony and growth A sense the experience is worth doing for its own sake

Flow Conditions
Meaningful activity for the agent Project presents a balance of challenges and skills, relative to the agent Environment provides opportunity for agent's concentration and involvement Unambiguous feedback Sense that control is possible in principle

Meaningful Activity
Purpose and vision, which identify us as a part of the universal order and identify us with harmonious growth. Challenges that allow us to express our potential, to learn about our limits, to stretch our being.

Organizational Path A Systems Congruency Approach to Organizational Change

Organizations as Complex Systems Harmony achieved through evolutionary changes in an organisms complexity, i.e., an increase in both differentiation and integration. An organism Learns & Grows within (changes as fast or faster than) its environment or ceases to exist.

 1998 Kenneth W. Johnson This model may be copiedwith copyright notice clearly visibleprovided it is not copied for commercial purposes.

Elements of Organizational Ethics

Based on Tushman, OReilly & Nadler

WORLDE THICS

Pressures

Opportunities Threats Demands Constraints

Formal Organization Component

Resources
Material, Capital Technology Time Skills, Knowledge, Understanding, Attitude

Policy Governance Component

Tasks Component

People Component

Quality Judgment / Action Component

History
Stages of Development Strategic Decisions Key People Crises Core Values

Organization as Ethical Being

Culture / Diversity Component

Input

Transformation

Output

Element VII: Effective Feedback

Reactive Feedbackthat which we measure or quantify Participative Feedbackthat which we communicate, evaluate and learn from Latent/Insidious Feedbackthat which subtly influences perceptions of the way we do things here

Micro Path Change and Change Management

Integrating Applied Ethics

Social Responsibility
Organizational Ethics

Ecological Relationship

Social Purpose

Ethics & Policy Essential Activities

fin th Pa enting m ple m I

em bl g ro in P lv o S

ng di

g in n r ea L

Ethical Leadership
Intervention and Impact on Essential Human Capacities and Attributes Coercion Manipulation Persuasion Facilitation Inspiration Beyond Coercion toward Inspiration

Ethical Leadership
ChallengeTo use appropriate means to integrate vision, values & notions of excellence seamlessly throughout the organization and among its stakeholders. Measure of SuccessWhen the way we do things around here matches leaderships formal declarations, success has been achieved.

True Competitive Advantage

How to reshape an organization
To quickly/efficiently respond to constant shifts in the business environment Sustain its competitive advantage Exploit its innate competitive strengths

How to stay focused on tomorrow without losing sight of what must be done today How to inculcate change without creating chaos, instability, and paralysis

 1998 Kenneth W. Johnson This model may be copiedwith copyright notice clearly visibleprovided it is not copied for commercial purposes.

Ethics & Policy Leadership Model

(A Systems Approach)

W ORLDETHICS

Pressures

Opportunities Threats Demands Constraints

Knowledge Component Performance

Resources

Material, Capital Technology Time Skills, Knowledge, Understanding, Attitude

History

Shared Values / Visions / Excellence

Purpose Component

Authority Component

Quality Judgment / Action

Position

Stages of Development Strategic Decisions Key People Ket Events Core Values

Learning Trust Component

Input

Transformation

Output

Search for Competitive Advantage

Nadler (1998)
Intellectual Capital: organizations collective knowledge Organizational Capabilities: abilities of people to collectively accomplish established goals Organizational Architecture: structures, systems, processes, and distribution of power Organizational Culture: collective values, attitudes, beliefs, assumptions, patterns of authority

Intellectual Capital
Result of organizational learning Over time or through resources Examples Xerox Kaiser Permanente Microsoft

Organizational Capabilities
Function of tradition, shared values, culture, and reinforcing its culture Combined strengths of the organization Examples
Canon 3M Merck

Organizational Architecture
Design Structure, Systems, Processes Exploit collective knowledge Capitalize on capabilities that will make them unique In sync with organizational culture

Organizational Culture
Difference between power and authority Relationship between Organizational Culture and National Culture Beliefs, Assumptions, Judgments

Elements of Organizational Performance

Strategy Formal Organizational Structures/Systems/Processes People Tasks Organizational Culture/Diversity Quality Judgment/Quality Action Feedback

Quality Judgment / Action

Quality Judgment
Essential Human Capacities Developed/Employed Impacted/Affected/Knowledgeable

Quality Action
Quality Judgment Time to Employ Time to Reflect/Learn

Impact on Capacities Considered

 1998 Kenneth W. Johnson This model may be copiedwith copyright notice clearly visibleprovided it is not copied for commercial purposes.

Elements of Organizational Ethics

Based on Tushman, OReilly & Nadler

WORLDE THICS

Context

Opportunities Threats Demands Constraints

Formal Organization Component

Resources
Material, Capital Technology Time Skills, Knowledge, Understanding, Attitude

Policy Governance Component

Tasks Component

People Component

Quality Judgment / Action Component

History
Stages of Development Strategic Decisions Key People Crises Core Values

Organization as Ethical Being

Culture / Diversity Component

Input

Transformation

Output

Requirements for Integrated Change I

Turning status quo on its ear New styles of leadership, rather than traditional command and control and rigid hierarchies

Requirements for Integrated Change II

Range of skills and techniques, all focused on articulating a vision, setting strategic objectives, and winning the understanding and commitment of the entire organization Building momentum for change while keeping elements of organization in relative balance

Ethical Leadership
The bad leader is one whom the people despise. The good leader is one whom the people praise. The great leader is one of whom the people say, We did it ourselves.
Pete Senge, The Fifth Discipline, paraphrasing Lao-Tzu

Summary
Four Aspects of Change Learning Organization

Summary
Four Aspects of Change
Nature and Sources of Change How to Implement change How to manage change Nature of the Organization to Deal with Change Nadler, Champions of Change (1998)

Summary
Learning Organization
Free market and democratic Shared vision, shared values Provides hope, identity, and purpose Organizational Learning
Senge, de Geus, Halal, Jacobs, et al.

What to Look for in Readings

Why we fail at learning How to succeed at learning What must change What the Organizational Architecture must be
Structures Systems Processes

What the Organizational Culture must be

Framework-Developing Questions
Managing Change

What are the nature and sources of change? What is change management and managing change? How do they differ? Why and when should an organization implement or manage change?

Framework-Developing Questions
Managing Change

How does change management differ from other management programs? What bottom-line results should an organization reasonably expect from strategic change?

Managing Change Questions

What are the key concepts, values, principles, and practices of change management? How does an organization implement strategic change? How does an organization manage change?

Managing Change Questions

What is the nature of an organization prepared to deal with change?

Framework-Developing Questions
The Learning Organization

What is a learning organization? How does the learning organization differ from other paradigms? Why should any organization be a learning organization?

Learning Organization Questions

What bottom-line results can be reasonably expected from being a learning organization? What are the principal conditions for and obstacles to building a learning organization?

Learning Organization Questions

What are the key concepts, values, principles, and practices of the learning organization? How does an organization become a learning organization?

Learning Organization Questions

How does an organization manage its learning?

Works Consulted
Beach, Lee Roy. Image Theory: Decision Making in Personal and Organizational Contexts. Chichester and New York: John Wiley, 1990. Beauchamp, Tom L. Case Studies in Business, Society, and Ethics. 4th ed. Upper Saddle River, NJ: Prentice Hall, 1998. Collins James C. and Jerry I. Porras. Built to Last: Successful Habits of Visionary Companies. New York: HarperBusiness, 1997. Csikszentmihalyi, Mihalyi. The Evolving Self: A Psychology for the Third Millennium. New York: HarperCollins, 1993.

Works Consulted
De Gues. Aries. The Living Company. Readings for MGT/563 Managing Change. University of Phoenix Edition, 1998. Donaldson, Thomas, and Patricia H. Werhane. eds. Ethical Issues in Business: A Philosophical Approach. 5th ed. Upper Saddle River, NJ: Prentice Hall, 1996. Earley, P. Christopher and Miriam Erez. The Transplanted Executive: Why You Need to Understand How Workers in Other Countries See the World Differently. New York and Oxford: Oxford UP, 1997.

Works Consulted
Fritz, Robert. The Path of Least Resistance: Learning to Become the Creative Force in Your Own Life. Rev. ed. New York: Fawcett Columbine, 1989. ---. Corporate Tides: The Inescapable Laws of Organizational Structure. San Francisco: BerrettKoehler, 1996. Fukuyama, Francis. Trust: The Social Virtues and the Creation of Prosperity. New York: Free Press, 1995. Hayek, Friedrich A. The Collected Works of F. A. Hayek, ed. W. W. Bartley III, vol. 1: The Fatal Conceit: The Errors of Socialism. Chicago: University of Chicago Press, 1989.

Works Consulted
Goh, Swee. Toward a Learning Organization: The Strategic Building Blocks. S.A.M. Advanced Management Journal 63 (1998): 15-20. Halal, William E. and William E. Hatal, . The New Management: Bringing Democracy and Markets Inside Organizations. San Francisco: Berrett-Koehler, 1998. Hodgetts, Richard M. and Fred Luthans. New Paradigm Organizations: From Total Quality to Learning to WorldClass. Organizational Dynamics 23 (1994): 4-19.

Works Consulted
Hofstede, Geert. Cultures and Organizations: Software of the Mind. London: McGraw-Hill, 1991. Jacobs, Robert W. Real Time Strategic Change: How to Involve an Entire Organization in Fast and Far-Reaching Change. San Francisco: Berrett-Koehler, 1997. Johnson, Bryan T. and Kim R. Holmes. Freedom is the Surest Path to Prosperity. Wall Street Journal (December 1, 1998): A22. Kennedy, Eugene and Sara C. Charles. Authority: The Most Misunderstood Idea in America. New York: Free Press, 1997.

Works Consulted
Kohn, Alfie. Punished by Rewards: The Trouble with Gold Stars, Incentive Plans, As and Other Bribes. Boston and New York: Houghton Mifflin, 1993. Leavitt, Harold. "Management and Management Education in the West: What's Right and What's Wrong?" The Management of Organizations: Strategies, Tactics, Analyses, Ed. Michael L. Tushman, Charles O'Reilly, and David A. Nadler. New York: Harper & Row, 1989. Leoni, Bruno. Freedom and the Law. 3rd ed. Indianapolis: Liberty Fund, 1991.

Works Consulted
Mises, Ludwig von. Human Action: A Treatise on Economics. 3rd rev. ed. Chicago: Contemporary Books, Inc., 1966. Nadler, David A. with Mark B. Nadler. Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change. San Francisco: Jossey-Bass, 1998. Pascale, Richard, Mark Milleman, and Linda Gioja. Changing the Way We Change. Readings for MGT/563 Managing Change. University of Phoenix Edition, 1998.

Works Consulted
Pasternak, Bruce E. and Viscio, Albert J. The Centerless Corporation: A New Model for Transforming Your Organization for growth and Prosperity. New York: Simon & Schuster, 1998. Peak, Martha. Are Your Employees Thinking? Management Review 86 (1997): 6-7. Quinn, Daniel. Ishmael. Bantum Paperback ed. New York: Bantum/Turner, 1993 . . . My Ishmael. New York: Bantum, 1997.

Works Consulted
Senge, Peter M. The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday Currency, 1990. Senge, Peter M., Art Kleiner, Charlotte Roberts, Richard B. Ross, and Bryan J. Smith. The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. New York: Doubleday Currency, 1994. Smith, T. Alexander. Time and Public Policy. Knoxville: University of Tennessee, 1988. Sowell, Thomas. Knowledge and Decisions. 1980. New York: BasicBooks, 1996.

Works Consulted
Tushman, Michael L., Charles OReilly and David A. Nadler. eds. The Management of Organizations: Strategies, Tactics, Analyses. New York: Harper & Row, 1989. Yankelovich, Daniel. Coming to Public Judgment: Making Democracy Work in a Complex World. Syracuse: Syracuse UP, 1991. Zand, Dale E. The Leadership Triad: Knowledge, Trust, and Power. New York and Oxford: Oxford UP, 1997.
Kenneth W. Johnson 1998, 1999 Kenneth W. Johnson